The impact of management techniques on performances of technology-based firms
(2004)
Journal Article
O'Regan, N., Sims, M. A., & Ghobadian, A. (2004). The impact of management techniques on performances of technology-based firms. Technovation, 24(3), 265-273. https://doi.org/10.1016/S0166-4972%2803%2900128-7
All Outputs (94)
The importance of capabilities for strategic direction and performance (2004)
Journal Article
O’Regan, N., & Ghobadian, A. (2004). The importance of capabilities for strategic direction and performance. Management Decision, 42(2), 292-313. https://doi.org/10.1108/00251740410518525This paper re-visits the perennial question “Why do some firms perform better than others?” by focusing on the resource-based view of strategy and in particular the role of generic organisational capabilities in the achievement of overall performance... Read More about The importance of capabilities for strategic direction and performance.
Testing the homogeneity of SMEs: The impact of size on managerial and organisational processes (2004)
Journal Article
O'Regan, N., & Ghobadian, A. (2004). Testing the homogeneity of SMEs: The impact of size on managerial and organisational processes. European Business Review, 16(1), 64-77. https://doi.org/10.1108/09555340410512411The European Commission (EC) is updating the definition of small and medium sized enterprises (SMEs) following widespread consultation. The EC is focusing on a redefinition of the financial ceiling criterion rather than the ceilings in relation to th... Read More about Testing the homogeneity of SMEs: The impact of size on managerial and organisational processes.
Re-visiting the strategy-performance question: An empirical analysis (2004)
Journal Article
O’Regan, N., & Ghobadian, A. (2004). Re-visiting the strategy-performance question: An empirical analysis. International Journal of Management and Decision Making, 5(2/3), 144-170. https://doi.org/10.1504/IJMDM.2004.005346Strategic planning is assuming a greater importance for small- and medium-sized manufacturing firms as well as large firms. However, the lack of systematic strategic planning is considered by some commentators to be major reason for the failure of ma... Read More about Re-visiting the strategy-performance question: An empirical analysis.
Leadership and strategy: making it happen (2004)
Journal Article
O'Regan, N., & Ghobadian, A. (2004). Leadership and strategy: making it happen. Journal of General Management, 29(4), 76-92
Managing for performance: Corporate responsibility and internal stakeholders (2003)
Journal Article
Ahmad, S. J., O'Regan, N., & Ghobadian, A. (2003). Managing for performance: Corporate responsibility and internal stakeholders. International Journal of Business Performance Management, 5(2/3), 141-153. https://doi.org/10.1504/IJBPM.2003.003260Businesses today face more than just commercial and competitive pressures. Recent decades have seen an increasing emphasis on corporate responsibility and ethical, socially responsible corporate behaviour. Research suggests a positive link between re... Read More about Managing for performance: Corporate responsibility and internal stakeholders.
New process technologies: barriers to adoption in small firms (2003)
Journal Article
Ghobadian, A., Mole, K., & O'Regan, N. (2003). New process technologies: barriers to adoption in small firms. International Journal of Manufacturing Technology and Management, 5(5/6), 549-562
Formal strategic planning: The key to effective business process management? (2002)
Journal Article
O’Regan, N., & Ghobadian, A. (2002). Formal strategic planning: The key to effective business process management?. Business Process Management Journal, 8(5), 416-429. https://doi.org/10.1108/14637150210449102The literature contends that the lack of strategic business planning is a major drawback in the implementation of business process initiatives such as total quality management. In addition, it is evident that strategic planning firms achieve better p... Read More about Formal strategic planning: The key to effective business process management?.
Effective strategic planning in small and medium sized firms (2002)
Journal Article
O'Regan, N., & Ghobadian, A. (2002). Effective strategic planning in small and medium sized firms. Management Decision, 40(7), 663-671. https://doi.org/10.1108/00251740210438490Little attention has been paid to the strategymaking processes of small and mediumsized firms (SMEs), or to the effectiveness of strategic planning in the SME sector. Planning often fails because of implementation problems often associated with SME... Read More about Effective strategic planning in small and medium sized firms.
Market share: The conduit to future success? (2002)
Journal Article
O’Regan, N. (2002). Market share: The conduit to future success?. European Business Review, 14(4), 287-293. https://doi.org/10.1108/09555340210434474Market share is often used to describe the position and success of a firm in an industrial sector. While the impact of market share is not always reflected in a firm's profitability or performance, many firms see it as an important organisational goa... Read More about Market share: The conduit to future success?.
The link between culture and strategy in manufacturing SMEs (2002)
Journal Article
Ghobadian, A., & O'Regan, N. (2002). The link between culture and strategy in manufacturing SMEs. Journal of General Management, 28(1), 37-56
Developing an exploratory model to determine the link between organisational culture, leadership style and contingency factors on the corporate strategy of manufacturing SMEs (2000)
Journal Article
Ghobadian, A., & O’Regan, N. (2000). Developing an exploratory model to determine the link between organisational culture, leadership style and contingency factors on the corporate strategy of manufacturing SMEs. International Journal of Manufacturing Technology and Management, 2(1-7), 860-878. https://doi.org/10.1504/IJMTM.2000.001380It is broadly accepted that manufacturing Small and Medium Size Enterprises (SMEs) play a vital role in the economic health of the country. A clearer understanding of the factors that influence the performance of SMEs can help: a policy makers develo... Read More about Developing an exploratory model to determine the link between organisational culture, leadership style and contingency factors on the corporate strategy of manufacturing SMEs.
Time to reassess the size criterion for SME classification? An empirical investigation (2000)
Journal Article
Ghobadian, A., & O’Regan, N. (2000). Time to reassess the size criterion for SME classification? An empirical investigation. International Journal of Manufacturing Technology and Management, 2(1-7), 879-890. https://doi.org/10.1504/IJMTM.2000.001381Firms employing between one and 250 people are usually classified as small and medium sized organizations. An important question that by and large has remained unanswered is whether these firms behave the same and whether their behaviour is governed... Read More about Time to reassess the size criterion for SME classification? An empirical investigation.
Strategic planning for SMEs (2000)
Journal Article
Ghobadian, A., O'Regan, N., & Liu, J. (2000). Strategic planning for SMEs. Scenario and Strategy Planning, 2(2), 18-22